Analysis of core competences and competitive advantages in higher education institutions: An intellectual capital approach

IF 3.2 4区管理学 Q1 INFORMATION SCIENCE & LIBRARY SCIENCE

Knowledge Management Research & Practice Pub Date : 2022-09-02 DOI:10.1080/14778238.2022.2118636

Natalia Marulanda-Grisales, Luz Dinora Vera-Acevedo

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引用次数: 2

Abstract

ABSTRACT Knowledge management in higher education institutions (HEIs) can be analysed from intellectual capital (IC), which is made up of a series of intangible resources, becoming a valuable element. The purpose of this research is to analyse the creation of core competences based on the interaction between intangible IC resources. A multivariate statistical analysis through Structural Equation Modelling (SEM) was used as a methodological design. The results show that it is possible to articulate IC intangible resources in core activities that become core competences and strengthen competitive advantages in HEIs. The empirical results show the need to recognise the characteristics and maturity level of IC in each HEI. Regarding the originality and value of the research, no previous studies analysing the relationship between IC, core competences, and competitive advantages in HEIs were identified. It was possible to establish valuable intangible resources among which teaching-learning methods, teacher quality and interdepartmental cooperation alliances stand out.

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高校核心竞争力与竞争优势分析：智力资本法

高等教育机构的知识管理可以从知识资本的角度来分析，知识资本是由一系列无形资源组成的，是一种有价值的要素。本研究的目的是分析基于无形集成电路资源相互作用的核心竞争力的创造。通过结构方程建模（SEM）进行的多元统计分析被用作方法设计。研究结果表明，在核心活动中阐明IC无形资源是可能的，这些无形资源将成为高等院校的核心竞争力，并增强其竞争优势。实证结果表明，需要认识到每个高等教育机构的IC特征和成熟度水平。关于这项研究的独创性和价值，以前没有任何研究分析高等院校的IC、核心竞争力和竞争优势之间的关系。有可能建立宝贵的无形资源，其中教学方法、教师素质和部门间合作联盟尤为突出。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Knowledge Management Research & Practice Multiple-

CiteScore

7.00

自引率

15.60%

发文量

期刊介绍： Knowledge management is a term that has worked its way into the mainstream of both academic and business arenas since it was first coined in the 1980s. Interest has increased rapidly during the last decade and shows no signs of abating. The current state of the knowledge management field is that it encompasses four overlapping areas: •Managing knowledge (creating/acquiring, sharing, retaining, storing, using, updating, retiring) •Organisational learning •Intellectual capital •Knowledge economics Within (and across) these, knowledge management has to address issues relating to technology, people, culture and systems.